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PMP Simplified > 1st 250 cards > Flashcards

1st 250 cards Flashcards

1
Q

What is a “project”?

A

It is a temporary endeavor to create a unique product, service, or result.

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2
Q

What are “operations”?

A

These deal with day-to-day work of a business.

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3
Q

What is “process elaboration”?

A

This involves discovering great levels of detail as the project moves toward completion.

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4
Q

What is “project management”?

A

It is the application of knowledge skills, tools, and techniques to meet the project requirements. It’s about managing people to accomplish the scope of the project in the given constraints of time and costs.

All projects are limited as to time, cost, and scope.

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5
Q

What is a “predictive project”?

A

This is a traditional waterfall or plan-driven project. Much of the planning has been done up-front at the beginning of the project, and the rest of the project would be to execute the plan to complete actual work.

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6
Q

What is a “agile project”?

A

This is known as adaptive or change-driven, where the product is built in small increments versus being built all at once as one would with a traditional project.

The agile project allows more customer interactions as small increments are being built. Agile projects also support changes throughout the project, allowing customers to add requirements without having to go through a change management process as you would on a traditional project.

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7
Q

What is a “hybrid project”?

A

This is when an organization combines the use of both predictive and agile methods for managing projects.

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8
Q

What is the value of projects?

A

Projects are performed to derive value from the output of that project. Value can be tangible such as money, or intangible such as brand reputation.

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9
Q

What is “ITTO”?

A

Input, Tools and Techniques, and Output.

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10
Q

What is a “phase”?

A

A phase is a division within the project where extra control is needed to effectively manage the completion of one or more deliverables.

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11
Q

What are the 5 phases of a project?

A

1) Initiating
2) Planning
3) Executing
4) Monitoring and Controlling
5) Closing

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12
Q

What is a “deliverable”?

A

a part of the product that is presented to the customer or stakeholders for acceptance.

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13
Q

What is a “process group”?

A

It is a set of processes that a project manager that might do at a certain time.

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14
Q

What is a “knowledge area”?

A

This is a certain set of processes that are usually defined by the knowledge needed to manage that area.

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15
Q

What are the “knowledge areas” of project management? (10 of them)

A

1) Integration
2) Scope
3) Schedule
4) Cost
5) Quality
6) Resources
7) Communications
8) Risk
9) Procurement
10) Stakeholders

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16
Q

What is a “development life cycle”?

A

These are the phases that a project will go through start to finish.

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17
Q

What are the 3 different kinds of project types?

A

1) Predictive - where scope, time, and cost are known early in the project.
2) Iterative, incremental, or adaptive - when the scope is known early, but the time and cost will be refined as the project is progressing.
3) hybrid - some parts are known prior to the start of the project; other parts are developed incrementally.

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18
Q

What is a “program”?

A

It is a collection of projects containing a common goal managed by a program manager.

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19
Q

What is a “portfolio”?

A

It is a collection of projects and programs that are implemented to achieve a strategic business goal.

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20
Q

What are the 3 basic baselines of all projects?

A

Scope, time, and cost.

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21
Q

What is a “baseline”?

A

It is an original plan plus any approved changes.

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22
Q

How do we calculate the “status” of a project?

A

We compare what is currently happening on a project versus the baseline, and looking for differences.

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23
Q

What are “historical information”?

A

These are things that are learned from previous projects.

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24
Q

What are “lessons learned”?

A

Looking at past projects, we could learn lessons.

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25
Q

What are “regulations”?

A

These are official documents that provide guidelines that must be followed - like regulatory compliance.

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26
Q

What is a “standard”?

A

It is a practice or process that is recognized by another body, like the PMI for project management.

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27
Q

What is a “system”?

A

A system includes all formal procedures and tools put in place to manage something. Systems allow us to have formal procedures

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28
Q

What is “project governance”?

A

This is the framework, functions, and processes that a company will follow in order to complete a project.

No two organizations have the exact same framework when it comes to project management / everyone has their own style.

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29
Q

What is the PMO?

A

The PMO provides guidance and support for all project managers in the company.
To ensure that all projects follow the same rules.
Define the PM role.

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30
Q

What is a “stakeholder”?

A

This is any individual or business that may be positively or negatively affected by the whole project.

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31
Q

Why is “organizational structure” important?

A

This helps determine power and authority level of the project manager in an organization.

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32
Q

What is the project manager’s role in a simple or organic organization?

A

In a simple organization, the role of project manager doesn’t really exist because each person wears so many hats.

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33
Q

What is the project manager’s role in a virtual organization?

A

This is where project management is done virtually using different types of computer technology, such as virtual meetings or chats.
Authority of PM is low, and role is part- or full-time.

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34
Q

What is the project manager’s role in a functional organization?

A

PM has little power over resources.
Controlled and managed by a functional manager.
PM reports to the functional manager.
PM is completed part-time outside of primary job role.

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35
Q

What is the project manager’s role in a project-oriented organization?

A

PM controls all resources.
PM is full-time.
In a consulting business, PM will hire resources, in charge of everything until project is completed.

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36
Q

What is the project manager’s role in a matrixes organization?

A

Mix between functional and project-oriented org. 3 types.

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37
Q

What are 3 types of matrix org?

A

1) Weak - PM has little power, managed by functional manager, parti-time.
2) Balanced - PM equal in power to functional manager, FT position, PM and personal leave their jobs to complete project, then released when project done.
3) Strong - PM has power over resources, FT role, functional manager has very little power. *** what exam focuses on.

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38
Q

What is the project manager’s role in a hybrid organization?

A

Where a company uses a multitude of different organizational structures.

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39
Q

What is the 6 possible “constraints”?

A

1) scope
2) time
3) risk
4) quality
5) resources
6) customer Satisfaction.

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40
Q

What is a “product life cycle”?

A

The project cycles (aka process groups) a project goes through along to completion.

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41
Q

What is a “project life cycle”?

A

The phases that a project goes through from initiating the project to its closing.
Is the breakdown of the work needed to complete the deliverable (aka organizational methodology for managing projects.)

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42
Q

What is “project success”?

A

This is measured by finishing a project within the given limitations of scope, cost, time, quality, and resources.

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43
Q

49 management processes?

A

just memorize them!

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44
Q

What is the “initiating” process group?

A

This is getting the authorization to actually start that phase or project. There are 2 processes

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45
Q

What is the “planning” process group?

A

Planning is done after the project has been initiated.

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46
Q

What is the “executing” process group?

A

This is about actually getting the project work done; often requires the most time and resources to complete.

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47
Q

What is the “monitoring and controlling” process group?

A

This ensures that the project stays on the plan. It is about measuring, inspecting, monitoring, verifying, reviewing, and comparing the actual work to the planned work.

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48
Q

Some steps during the monitoring and controlling process (about 8)?

A

1) checking in on the project.
2) Check to make sure quality requirements are met.
3) Controlling risk
4) Ensure vendors are completing work as stated in agreements.
5) Ensure stakeholders are engaged.
6) PM making corrections of internal deviations.
7) Get deliverables formally accepted
8) Manage changes to ensure approved or denied.

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49
Q

What is the “closing” group?

A

This happens after the customer or sponsor has accepted the deliverables. Then contracts can be closed out and lessons learned documented.

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50
Q

What are “Enterprise Environmental Factors” (EEF)? (7 of them)

A

These are factors not under the control of the organization like
1) Organizational structure
2) Government or industry standards
3) Infrastructure (facilities / equipment)
4) Staff and the way company manages them
5) Stakeholder’s risk tolerances
6) Company work authorization systems
7) IT software to manage project.

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51
Q

What are “Organization Process Assets (OPA)”? (9 things of value)

A

Plans, policies, procedures, processes, and knowledge bases used by an org.
1) Previous project plans
2) Templates
3) Historial information
4) Lessons learned
5) knowledge bases
6) Software tools
7) Organization procedures and policies
8) Project management databases
9) project files from previous projects.

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52
Q

What are “project documents”?

A

These are any documents that are related to the project.

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53
Q

What is the “project management plan”?

A

This defines how the project is executed, monitored and controlled, and closed.

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54
Q

What is “expert judgment”?

A

Using an expert or SME to help plan a process or effect a process.

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55
Q

What is “data gathering”?

A

This is gathering data about a process.

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56
Q

What are the 5 ways of gathering data?

A

1) Brainstorming - bring together a group of stakeholders to get ideas and analyse them; usually facilitated by a PM.
2) Interviews - Gathering data from a particular group of stakeholders.
3) Focus groups - Bringing together subject matter experts to understand their perspectives and how they would go about solving problems.
4) Checklist - helpful for stakeholders to identify items wanted or not wanted on a project or success criteria
5) Questionnaires and surveys - a general list of questions to better understand something a process.

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57
Q

What are 4 types of data analysis?

A

ARVT
1) Alternative analysis - Comparing different options.
2) Root cause analysis (RCA) - figuring out the underlying cause of an event
3) Variance analysis - Finding the exact difference between different things.
4) Trend analysis - Looking at data over a period of time to find a pattern.

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58
Q

What is “data representation”?

A

How data can be shown / presented to stakeholders.

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59
Q

What are 3 tools in decision making?

A

1) Voting - taking a poll (majority wins, unanimity, plurality)
2) Multicriterion decision analysis - evaluation based on a grid.
3) Autocratic - one person decides for all.

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60
Q

What are 4 types of interpersonal and team skills? (Like in meetings)

A

1) Active listening - understanding, acknowledging, and clarifying
2) Conflict management - facilitating working together.
3) Facilitation - bringing a group together, generating ideas, solving problems, and dissolving the team.
4) Meeting management - having an agenda, inviting stakeholders, setting time limit, following up with minutes and action items.

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61
Q

What is a “Project Management Information System (PMIS)”?

A

Automated system used to help PM optimize schedule, documents, and deliverables.
Includes work authorization and configuration management systems.

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62
Q

What is a “work authorization system”?

A

used to ensure work gets done in the right order at the right time.

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63
Q

What is a “configuration management system”?

A

To ensure the product has the right settings and configuration.

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64
Q

5 points to having meetings be effective?

A

1) Having an agenda and giving it to all attendees before the meeting.
2) Timed, having hard start and finish times.
3) Staying on topic.
4) Ensuring all attendees have input.
5) Distribute minutes after meetings.

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65
Q

What is a “change request”?

A

It is a request to fix an anomaly of the project so it stays on plan.

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66
Q

What is a “corrective action”?

A

It is an action to ensure that project stays on track.

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67
Q

What is “work performance data”?

A

Raw data, status of the work of the project. This report is generated from the executing phase.

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68
Q

What is “work performance information”?

A

Information about the work that was performed compared to the plan. It gives the actual status of the deliverables. This report is generated from the monitoring and controlling phase.

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69
Q

What is a “work performance report”?

A

This is the overall status report of the actual project, one comprehensive document. This report is generated from the monitoring and controlling phase. Data > Info > Report (for exam).

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70
Q

What are “updates”?

A

These are any approved changes to the project management plan and or its deliverables.

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71
Q

What is the project manager’s role?

A

They are in charge of managing the project team to complete the project work and deliver the final product, service, or result for the business.

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72
Q

What is the project management talent triangle?

A

1) technical project management
2) Strategic and business mangement
3) leadership

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73
Q

What is “technical project management skills?

A

These are the skills that are related to the domains of the work on a project. It is the components of all the things a project manager does.

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74
Q

What are “strategic and business management skills”?

A

These relate to making decisions that will benefit the business. This is also understanding the mission of the business and strategy needed to complete that mission.

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75
Q

What is meant by “leadership” in project management?

A

1) Negotiating
2) Communicating, managing relationships, stakeholders
3) Solving Problems, prioritizing work, critical thinking
4) Good Interpersonal Skills
& learning continuously

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76
Q

What is the difference between leadership and management?

A

Management = directing people to get work done and maintaining what is there already. This is about controlling people. Focusing on solving problems.

Leadership = guiding and influencing people to accomplish a certain task while simultaneously developing new processes and procedures. This is about inspiring people. Focus on motivating and creating vision.

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77
Q

What are 6 leadership styles?

A

1) Laissez-Faire - hands off, team makes their own decision.
2) Transactional - focused on goals and rewards.
3) Servant Leaders - focused on removing obstacles (agile)
4) Transformational - empowering and motivating team
5) Charismatic - high energy, very enthusiastic, people follow easily
6) Interactional - combo of two.

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78
Q

What is the difference between a traditional project and an agile project from a customer and stakeholder perspective.

A

Traditional = deliverable is presented to stakeholders after a long executable process.

Agile = deliverable is presented to stakeholders after each phase allowing feedback.

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79
Q

What are the 4 principles of the “Agile Manifesto”?

A

1) people OVER processes and tools
2) Working software OVER comprehensive documentation.
3) collaboration OVER negotiation.
4) change managemet OVER following a plan.

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80
Q

What are the 12 Agile principles?
CCFCIFSDSESSoR

A

1) CUSTOMER satisfaction by early and continuous delivery of software.
2) Welcome CHANGE requirements at any stage.
3) Delivery working software FAST.
4) Daily COOPERATION between business stakeholders and developers.
5) Projects built by motivated INDIVIDUALS who are trusted.
6) Face-to-FACE is best communication.
7) Working SOFTWARE is primary measuring stick.
8) Sustainable DEVELOPMENT at constant pace.
9) Continuous attention to technical EXCELENCE and good design.
10) Make it SIMPLE.
11) Best work emerge from SELF-ORGANIZING teams.
12) Reflection is key.

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81
Q

Who determines what is best or what should be worked on in an Agile project?

A

The team members themselves. The project manager just facilitates. Teams make decisions and resolve conflicts amongst themselves.

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82
Q

What is a “stand-up”?

A

It is a daily meeting among agile team members to decide on the process for the day.

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83
Q

In Agile, who is the “product owner”?

A

The designated person that represents the customer on the project.

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84
Q

In Agile, what is the function of the project manager?

A

They facilitate.

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85
Q

In Agile, what is a “product backlog”?

A

Project requirements from the customers.

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86
Q

In Agile, what is a “sprint planning meeting”?

A

Meeting done by Agile team to determine what features will be done in the next sprint.

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87
Q

In Agile, what is a “sprint backlog”?

A

The work the team selects to get done in the next sprint.

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88
Q

In agile, what is a “sprint”?

A

A short iteration where the project teams work to complete the work in the sprint backlog (1-4 weeks typically).

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89
Q

In Agile, what is a “sprint review”?

A

An inspection done at the end of the sprint by the customers.

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90
Q

In Agile, what is “retrospective”?

A

Meeting done to determine what went wrong during the sprint and what went right. It is basically “lessons learned”.

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91
Q

What is a “release”?

A

Several sprints worth of work ending in rollout and testing.

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92
Q

In Agile, who prioritizes the product backlog?

A

ONLY the product owner.

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93
Q

During a sprint, should team members change?

A

No.

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94
Q

What is “grooming the backlog”?

A

It is re-prioritizing a product backlog whenever new customer requests are added to it. New features requested are not automatically inserted at the bottom of the list. Also features may be dropped that were previously thought as important, by the new features.

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95
Q

What are the 6 main principles of XP Agile process?
SIOPOD

A

SIOPOT
1) Sprint
2) Iterations
3) Owner known as customer.
4) Pair-programming
5) O: co-Ownership
6) D: Test-driven Fevelopment.

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96
Q

What is “pair programming” in XP / Scrum Agile?

A

When 2 developers sit at the same computer, collaborate and review each other’s work.

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97
Q

What is “collective code ownership” in XP / Scrum Agile?

A

Where any developer can improve the code, allows for general consensus of the code.

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98
Q

What is “test-driven development” in XP / Scrum Agile?

A

The tests that the code needs to pass at the end are delivered first and then the code is written to match the tests.

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99
Q

What are the 7 principles of Agile Lean development?
WEFOQLD

A

1) Eliminate Waste
2) Empower the team
3) Deliver Fast
4) Optimize the whole
5) Build quality in
6) Amplify learning
7) Defer decisions

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100
Q

In Lean Agile, what is “eliminate waste”?

A

To maximize value, eliminate work partially done, delays, handoffs, unnecessary features, waiting, defects, and management activities.

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101
Q

In Lean Agile, what is “empower the team”?

A

Rather than micro-management, respect a team member’s superior knowledge of technical steps required.

102
Q

In Lean Agile, what is “deliver fast”?

A

Quickly deliver valuable software and iterating through designs.

103
Q

In Lean Agile, what is “optimize the whole”?

A

We aim to see the system as more than the sum of the parts.

104
Q

In Lean Agile, what is “build quality in”?

A

Build quality into the product and continuously assure quality throughout the development process.

105
Q

In Lean Agile, what is “defer decisions”?

A

Balance early planning with making decisions and committing to things as late as possible.

106
Q

In Lean Agile, what is “amplify learning”?

A

The concept involves facilitating communication early and often, getting feedback as soon as possible, and building on what we learn.

107
Q

In Kanban Agile, what is the main focus?

A

To limit work-in-progress to eliminate wasted time and to visual lthe workflow.

108
Q

What is meant by “radiate information”?

A

When viewing a tool like Kanban, one can see where a project is at by looking at the dashboard.

109
Q

What is “servant leadership”? What are the 6 characteristics of one?

A

A servant leader is a facilitator, removing obstacles and coaching them to success.

Characteristics:
1) Promote self-awareness
2) Effective listening
3) Serving the team
4) Helping people grow individually and as a team
5) Coaching the team; not controlling
6) Encourage safety, respect, trust.

110
Q

What is a “developing a project charter”?

A

This process is developing a document that formally authorizes the project or phase and documents initial requirements to satisfy the stakeholders.

111
Q

What are “business documents”?

A

Documents that contain certain specific information as to why a project should be initiated. Two resulting docs = business case & benefits management plan.

112
Q

What is a “business case”?

A

Why a business should do a project.

113
Q

What are 7 reasons why companies initiate projects?

A

1) Market demand, like a new product
2) Organizational need, like improving profits
3) Customer request, like improving a product
4) Technological advance, like installing better systems.
5) Legal requirement, like new regulations
6) Environmental impacts, like cleaning up toxic waste.
7) Social need, like reducing crime.

114
Q

What is a “benefit-cost ratio (BCR)”?

A

Ratio of benefit to cost. The bigger the better.

115
Q

What is a “Internal Rate of Return (IRR)”?

A

This is a return of the project investment expressed as an interest rate. The larger the better.

116
Q

What is “opportunity cost”?

A

This is the value of what you choose not to do, in order to do something else.

117
Q

What is a “payback period”?

A

This is how long it will take to return the investment capital in the project. The shorter, the better.

118
Q

What is an “economic value add (EVA)”?

A

net value of a company over a period of time. = profit after tax minus the average cost of capital.

119
Q

What is “present value (PV)” and “net present value (NPV)?

A

These are formulas that showcases that money will lose value over time. NPV considers the cost of the project too. The larger the value, the better.

120
Q

What is “return on investment (ROI)”?

A

Equals the amount of money one will get back on a project. The bigger, the better.

121
Q

What is a “project benefits management plan”?

A

This is used to describe the main benefits that the project will produce once completed. Most of the time the benefits are financial - tho not always; often created after a cost-analysis plan. Usually maintained throughout the project.

122
Q

What is an “agreement”?

A

aka contract.

123
Q

What is “data gathering”? what are the 3 methods?

A

Gathering data to create the project and gather main requirements of scope, time, and cost.
1) brainstorming
2) focus groups
3) interviews.

124
Q

What are the 8 components of a project charter?

A

1) project justification and purpose.
2) Name of the project manager
3) Assignment of authority to the project manager
4) Signature of the sponsor or others authorizing the project.
5) high-level requirements, incl scope, budget, and milestones view of the project schedule
6) High level risks
7) stakeholder list
8) Exit criteria (things that might cause the project to be canceled).

125
Q

What is an “assumption log”?

A

Log of all the asumptions and constraints that are identified throughout the project.

126
Q

What is the process of “Develop Project management plan”?

A

It states how we will execute, monitor and control, and then close the project.

127
Q

According to exam, when can a change be implemented?

A

Only after it has been approved.

128
Q

What are the common items to have to “developing a project management plan”?

A

1) Project charter
2) Outputs from other processes
3) Enterprise environmental factors
4) Organizational process assets.

129
Q

What are the 4 tools and techniques of “developing a project management plan”?

A

1) Expert judgment
2) Data gathering
3) Interpersonal and team skills
4) Meetings

130
Q

What are the outputs of “developing a project management plan”?

A

1) The project management plan.
2) Components of the plan, which include 4 baselines and 14 subsidiary plans.

131
Q

What are the 4 baselines of the project management plan?

A

1) Scope baseline.
2) schedule baseline.
3) Cost baseline
4) Performance measurement baseline.

132
Q

What are the 14 subsidiary plans of creating a project management plan?

A

1) Scope management plan
2) Requirement management plan
3) Schedule management plan
4) Cost management plan
5) Quality management plan
6) Resource management plan
7) Communication management plan
8) Risk management plan
9) Procurement management plan
10) Stakeholder management plan
11) change management plan
12) Configuration management plan
13) Project lifecycle description
14) Development approach.

133
Q

What are the 2 inputs of the process to develop project charter?

A

1) business documents
2) Business case

134
Q

What is the process of “direct and manage project work”?

A

This is performing the work defined in the project managment plan.

135
Q

What are the 5 inputs in the process of “design and manage project work”?

A

1) Project management plan
2) Project documents
3) Approved change requests
4) Enterprise Environmental factors.
5) Organizational process assets.

136
Q

What are the 3 tools and techniques in the process of “design and manage project work”?

A

1) Expert judgment
2) Project Management information system
3) Meetings

137
Q

What are the 7 outputs in the process of “design and manage project work”?

A

1) Deliverables
2) work performance data
3) Issue log
4) Change requests
5) Project Management Plan Updates
6) Project Document Updates
7) Organizational Process Assets Updates.

138
Q

What are “deliverables”?

A

the products or parts of the products completed that are given to customer, for customer satusfaction.

139
Q

What is “work performance data”?

A

it is the raw information about the work that was performed.

140
Q

What is an “issue log”?

A

It is the list of all problems that come up during the work of a project.

141
Q

What are “change requests”?

A

self-explanatory

142
Q

What is the process of “managing project knowledge”?

A

This is the management of knowledge gained before, during, and after the project.

143
Q

What is “elicit knowledge”? What is “tacit knowledge”?

A

Elicit = knowledge gained from other sources.
Tacit = knowledge learned from “doing something”.

144
Q

What are the 5 inputs in the process of “manage project knowledge”?

A

1) project management plan.
2) Project documents
3) Deliverables
4) Enterprise Environmental FActors
5) Organizational Process Assets

145
Q

What are the 4 tools and techniques in the process of “manage project knowledge”?

A

1) Expert judgment
2) Knowledge management
3) Information management
4) Interpersonal and Team skills

146
Q

What is “information management”?

A

It is about ensuring that information is available to the stakeholders when needed.

147
Q

What are the 3 outputs in the process of “manage project knowledge”?

A

1) Lessons learned register
2) Project management plan updates
3) Organizational process assets updates.

148
Q

What is the “lessons learned register”?

A

This is a living document where the project manager stores all the lesons learned as the project is being executed.

149
Q

What is the process of “monitor and control project work”?

A

This is the process of keeping the project on track and comparing it to the baselines to find issues as soon as possible.

150
Q

What are the 6 inputs in the process of “monitor and control project work”?

A

1) Project management plan
2) project documents
3) work performance info
4) Agreements
5) Enterprise Environmental factors
6) Organizational process assets

151
Q

What are the 4 tools and techniques in the process of “monitor and control project work”?

A

1) Expert judgment
2) Data analysis
3) decision making
4) meetings

152
Q

What are the 4 outputs in the process of “monitor and control project work”?

A

1) Work performance reports
2) change requets
3) project management plan updates
4) project document updates

153
Q

What are “work performance reports”?

A

It is the status report to update the stakeholders on the process of a project.

154
Q

What is the process of “Perform Integrated Change Control”?

A

This is the process of reviewing all change requests and prooving or denying them. Once a change request is approved, it will go through this process to be implemented.

155
Q

What is the process a change request goes through?

A

1) Logged
2) Evaluated how it will impact the project as a whole.
3) Implementations option if approved.
4) Approve or deny change requests.

156
Q

What are the 6 inputs in the process of “perform integrated change control”?

A

1) project management plan
2) project documents
3) work performance reports
4) change requests
5) enterprise environmental factors
6) Organizational process assets

157
Q

What are the 5 tools and techniques in the process of “perform integrated change control”?

A

1) Expert judgment
2) Change control tools.
3) Data analysis
4) Decision making
5) Meetings

158
Q

What are 3 outputs of the process of “perform integrated change control”?

A

1) approved change requests
2) project management plan updates
3) project document updates

159
Q

What is the process of “close project or phase”?

A

This is the end of the project.

160
Q

What are the 8 inputs in the process of “close project or phase”?

A

1) Project Charter
2) Project Management Plan
3) Project Documents
4) Accepted Deliverables
5) Business Documents
6) Agreements
7) Procurement determination
8) Organizational process assets

161
Q

What are the 3 tools and techniques in the process of “close project or phase”?

A

1) Expert judgment
2) data analysis
3) Meetings

162
Q

What are the 4 outputs in the process of “close project or phase”?

A

1) Final product, service, or result transition
2) Final report
3) project documents updates
4) organizational process assets updates

163
Q

What are the 5 components of the “final report”?

A

1) high-level description of the project
2) the objectives/scope of the project and whether they were accomplished
3) techniques used to measure quality requirements and whether requirements met
4) The budget of the project, how it was measured, and whether there was any variation.
5) Whether the project accomplished if real-world problem that it had set out to achieve.

164
Q

What is “gold-plating”?

A

Doing extra work that is NOT in the scope. It can increase risk, cost, schedule problems, and quality problems.

165
Q

What is a “product scope”?

A

These are the specifications of a product.

166
Q

What is a “project scope”?

A

The work needed to deliver a product, service, or result with specified features and functions.

167
Q

What is “sprint planning”?

A

When an agile team decides what features will get done in what sprint.

168
Q

What is the process of “plan scope management”?

A

This is about creating scope and requirement management plans.

These documents will document how the project will collect requirements, as well as define, validate, and control the scope.

169
Q

What are the 4 inputs of the process of “plan scope management”?

A

1) project charter
2) project management plan
3) Enterprise Environmental factors
4) Organizational process assets

170
Q

What are the 3 tools and techniques of the process of “plan scope management”?

A

1) Expert judgment
2) Data analysis
3) Meetings

171
Q

What are the 2 outputs of the process of “plan scope management”?

A

1) scope management plan
2) requirements management plan

172
Q

What is the “scope management plan”?

A

This documents how to write the scope statement, how to baseline the scope, how to control the scope, and how to get scope accepted / validated.

173
Q

What is the “requirements management plan”?

A

This document shows the requirements to be collected, analyzed, documented, and managed.

174
Q

What are all management plans, essentially?

A

How-tos

175
Q

What is the process of “collect requirements”?

A

This is the process of defining and documenting stakeholders’ needs to meet the project objectives.

176
Q

What are the 7 inputs of the process of “collect requirements”?

A

1) Project charter
2) Project Management plan
3) project documents
4) business documents
5) agreements
6) enterprise environmental factors
7) organizational process assets

177
Q

What is an “agreement”?

A

aka Contract. It is an agreement between a buyer and a seller for work to be performed or for the sale of products.

178
Q

What are the 8 tools and techniques of the process of “collect requirements”?

A

1) Expert judgment
2) data gathering (brainstorming, interviews, focus groups, questionnaires and surveys, and benchmarking)
3) Data analysis.
4) Decision making
5) Data representations (idea/mind mapping, affinity diagram)
6) Interpersonal and team skills (nominal group technique, delphi technique, observations/conversations, facilitation, user stories)
7) prototypes
8) context diagrams

179
Q

What is “brainstorming”?

A

Where stakeholders generate and gather many ideas.

180
Q

What are “interviews”?

A

formal or informal discussions to discover information from stakeholders; Q/A

181
Q

What are “focus groups”?

A

Groups where subject matter experts (SMEs) gather to discuss their project expectations.

182
Q

What are “questionnaires and surveys”?

A

A set of questions that steered to find out particular data about a subject.

183
Q

What is “benchmarking”?

A

Looking outside the project to find a measurement of performance.

184
Q

What is “idea/mind mapping”?

A

Where ideas are drawn rather them written, which can help generate new ideas.

185
Q

What is an “affinity diagram”?

A

This allows ideas to be put into groups.

186
Q

What is a “nominal group technique”?

A

This is how to rank and prioritize the ideas in brainstorming.

187
Q

What is the “Delphi technique”?

A

This is where requirements are collected anonymously from SMEs, and in this way stakeholders cannot influence each other.

188
Q

What are 3 interpersonal team skills?

A

1) Observations / conversations (job shadowing)
2) Facilitation
3) User stories

189
Q

What is “job shadowing”?

A

Viewing stakeholders in their work environment and observing their non-verbal behavior.

190
Q

What is “facilitation” within interpersonal and team skills?

A

Bringing together stakeholders to gather requirements in a workshop or designated discussions.

191
Q

What are “user stories”?

A

These are descriptions of required functionality and are generally developed during the requirements workshop.

User stories are usually short and simple and follow “as a <role/user type>, I want <goal> so that <motivation/reason>.</goal>

192
Q

What are “prototypes”?

A

These are working models of a product that stakeholders can interact with.

193
Q

What is “storyboarding”?

A

it is a series of images or illustrations that are used to show a mockup of what the program would look like once a user is using it.

194
Q

What are “context diagrams”?

A

Used to show how a business process, other systems, and people interact. These diagrams show the inputs and outputs in a system.

195
Q

What is “requirements documentation”?

A

This is the very detailed documentation of the actual requirements that are actually needed on a project.

196
Q

What is a “requirements traceability matrix”?

A

This is a table that is created to link the requirements back to their origin. The matrix tracks where the requirement suggestions came from.

197
Q

What are the inputs of Defining Scope process?

A

1) Project Charter
2) Project Management Plan
3) Project Documents
4) Enterprise Environmental Factors
5) Organizational Process Assets

198
Q

What are the tools and techniques of the Defining Scope process?

A

1) Expert Judgement
2) Data Analysis
3) Decision Making
4) Interpersonal and Team Skills
5) Product Analysis

199
Q

what are the outputs of the Defining Scope process?

A

1) Project scope statement
2) Project documents updates

200
Q

What is the Defining Scope process?

A

This is where we create the project scope statement.

201
Q

What is a “scope statement”?

A

This statement sleects the final requirements to become the final product, service, or results of the project or phase.

202
Q

Is the scope of a project iterative?

A

Yes, it evolves as the project goes.

203
Q

Where does the scope reside in an agile and traditional project?

A

In an Agile project, it resides in the product backlog.

In a traditional project, it is stored in the scope statement.

204
Q

What is “product analysis”?

A

When a product, that is a deliverable, we need to analyze the product to insure it matches the requirements of the stakeholders.

205
Q

What is the “project scope statement”?

A

This document describes in detail the project deliverables and the work that will be required to produce those deliverables.

206
Q

What are 6 components of the project scope statement?

A

1) Description
2) Detailed list of deliverables
3) Acceptance criteria, what must be done prior to completion.
4) Exclusions: This is what the project will NOT do.
5) Constraints: A limitation of time or scope.
6) Assumptions: these can be both positive or negative.

207
Q

What is the Create WBS process?

A

This process breaks down the deliverables into smaller, more manageable components of scope statement, WBS, and WBS dictionary.

208
Q

What are the inputs of the Create WBS process?

A

1) Project management plan.
2) Project documents
3) Enterprise Environmental Factors
4) Organizational Process Assets

209
Q

What are the tools and techniques of the Create WBS process?

A

1) Decomposition
2) Expert Judgement

210
Q

What are the outputs of the Create WBS process?

A

1) Scope baseline.

211
Q

What is the “work breakdown structure (WBS)”?

A

It is a list of the subdivided work that needs to get done to produce the project deliverables listed in the scope statement.

212
Q

What is the “WBS Dictionary”?

A

This is a document with more details about each work package in the WBS. It often includes a detailed description of the work, scheduling, cost estimates, assumptions, constraints, and acceptance criteria.

213
Q

On a traditional project, if changes are not yet approved, what happens to them?

A

Nothing. No work is put into them until the changes are approved and instaled into the project charger.

214
Q

What are the four levels of tasks in an Project Document Update in a Agile project?

A

1) Epic
2) Feature
3) Story
4) Task

215
Q

What is the “Validate Scope” process?

A

This is where the project deliverables are formally inspected and accepted by the customer or sponsor.

This process is done after quality control.

216
Q

What are the inputs of “Validate Scope” process?

A

1) Project Management Plan
2) Project Documents
3) Verified Documents
4) Work Performance Data

217
Q

What are the tools and techniques of “Validate Scope” process?

A

1) Inspection
2) Decision Making

218
Q

What are the outputs of “Validate Scope” process?

A

1) Accepted deliverables
2) Change requests
3) Work performance Information
4) Project Documents updates

219
Q

What is a “verified deliverable”?

A

The output of the control quality process; it is a deliverable that has been inspected to ensure that quality requirements have been met.

220
Q

What are “accepted deliverables”?

A

These are deliverables that have met the acceptance criteria and have been formally signed off by the customer or sponsor.

221
Q

What is the “Control Scope” process?

A

This is to ensure that the project stays on scope as it is executed. This is actively managing and controlling the scope.

222
Q

What are the inputs of the “control scope” process?

A

1) Project Management Plan
2) Project Documents
3) Work Performance Data
4) Organizational Process Documents

223
Q

What are the tools and techniques of the “control scope” process?

A

1) Data Analysis:
a) Variance Analysis
b) Trend analysis

224
Q

What are the outputs of the “control scope” process?

A

1) Work Performance Information
2) Change Requests
3) Project Management Plan Updates
4) Project Documents Updates
5) Organizational Process Assets Updates

225
Q

What is the “inspection” tool and technique?

A

This is the process of measuring, examining, and validating that a deliverable meets the requirements. The process of inspection can include walk-throughs, audits, or visual inspection.

226
Q

What is “variance analysis”?

A

This is evaluating if there is a variance between the planned data and the current data.

227
Q

What is “trend analysis”?

A

This is evaluating data to see if there is a trend emerging.

228
Q

What is “schedule management”?

A

This includes the processes required to manage the timely completion of the project. This is about creating the schedule baseline, and project schedule, and ensuring the project stays on schedule.

229
Q

What is the process of “plan schedule management”?

A

This process is where one will document how to
1) define activities
2) sequence activities
3) estimate activity durations
4) develop a schedule
5) control a schedule

230
Q

What are the inputs of “plan schedule management”?

A

1) project management plan
2) project charter
3) enterprise environmental factors
4) organizational process assets

231
Q

What are the tools and techniques of “plan schedule management”?

A

1) Expert judgment
2) Data analysis
3) Meetings

232
Q

What are the outputs of “plan schedule management”?

A

1) schedule management plan

233
Q

What is a “schedule management plan”?

A

this documents the steps needed to conduct other processes in time management.

234
Q

What is the “Define Activities” process?

A

This process is taking the work packages on the WBS and breaking them down (ala decomposition).

235
Q

What are the inputs of the “define activities”?

A

1) Project management plan.
2) Enterprise Environmental Factors
3) Organizational Process Assets

236
Q

What are the tools and techniques of “plan schedule management”?

A

1) Decomposition
2) Rolling Wave Planning
3) Expert Judgment

237
Q

What is the process of “Sequence Activities” process?

A

This process is when we take a list of activities and put them in the order that we want to perform work.

238
Q

What are the inputs of the “sequence activities” process?

A

1) Project Management Plan
2) Project Documents
3) Enterprise Environmental FActors
4) Organizational Process Assets

239
Q

What are the tools and techniques of the “sequence activities” process?

A

1) Precedence Diagramming Method (PDM)
2) Dependency Determination
3) Leads and Lags
4) Project Management Information System

240
Q

What is the “precedence diagramming method (PDM)”?

A

This is a technique used to build a sequence using he activities.

241
Q

What is “first-to-start (FS)”?

A

This is a relationship between two work items where one process stops and then another starts.

242
Q

What is “finish-to-finish (FF)”?

A

When two processes need to finish at the same time although not necessarily start at the same time.

243
Q

What is “start-to-start (SS)”?

A

This is when Activity A must start before Activity B can start.

244
Q

what is “start-to-finish (SF)”?

A

Then is when Activity B cannot finish until Activity A has started. Rarely used.

245
Q

What is a “dependency determination”?

A

to define dependencies, we must determine what activities are and in what sequence they need to get done.

246
Q

What are “mandatory dependencies”?

A

These are hard dependencies, where we have to finish one activity in order to start another activity.

247
Q

What are discretionary dependencies”?

A

When activities do not need to get done is a specific order.

248
Q

What are “external dependencies”?

A

When activities are dependent on activities outside the control of the project team.

249
Q

What are “internal dependencies”?

A

When activities are dependent on activities within the control of the project team.

250
Q

What are “leads and lags”?

A

These are used to show an overlap (lead) or delay in the schedule (lag).

251
Q

What are the outputs of the “sequence activities” process?

A

1) Project Schedule Network Diagrams (PSND).
2) Project Documents Updates

252
Q

What are “Project Schedule Network Diagrams (PSND)”?

A

These diagrams show all the activities and the order in which they are performed.

PMP Simplified (2 decks)

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